Good leadership is an important competitive advantage

Good leadership means the willingness and ability to create change that will help the organisation attain its goals in the short and long term. Did you know that a leader’s ability to be engaged and to care about the staff in a positive way is an organisation’s primary competitive advantage, and to a great extent, is a predictor of their success (Judge, Piccolo & Ilies, 2004)? We find that staff who are satisfied do well, and that they have good leaders who are very aware of the role they are exercising! 
 
A key element of strengthening leadership as a competitive advantage is the development of effective leadership groups. An effective leadership group is one that achieves its goals, increases its members’ ability to collaborate with each other, and develops and motivates its members (Bang and Midelfart, 2020). But how can we ensure that the leadership group is at its best and delivers results? That it tackles and takes advantage of challenges and opportunities alike, and that it has good contact and collaboration with other parts of the organisation? Bjørnson Organisational Psychologists has extensive experience with developing leadership groups. Our consultants are well versed in the challenges leadership groups face, and are experienced in creating dynamism, development, and growth.   
 
Companies that engage external consultants for leadership-development work are advised to ensure that the consultants are qualified in leadership, understand their own role, and have the right skills. They need to understand the developmental needs of the business in the light of the current situation, constraints, strategies, and goals. When Bjørnson contributes to the development of leadership, we are concerned with identifying the effect that the leadership-development measures will have on the client’s working environment, performance, and financial results.   
 
Several studies show a connection between leadership, staff relationships, and financial results.  Rogaleder, a leadership survey operated by Bjørnson, involving 125 businesses in Rogaland County and over 5,000 participants, documents a series of positive effects from good leadership. Amongst other things, the businesses with the best scores on “perceived leadership” have the staff who are most in agreement with how their company is managed, experience the strongest sense of belonging and desire to remain, and exhibit the highest degree of trust towards their own leader and to company leadership. The survey’s provisional conclusion that there is a correlation of 0.2 between perceived leadership and degree of result.  
 
Every bit as important as measurable results, however, are the qualities acquired by leadership-development participants. Increased self-insight and self-reliance, the ability to think in the short and long term, clearning defining issues, and being able to make appropriate decisions while handling risk, are just a few of the skills that participants will develop. Practice makes perfect. Secure leaders are collaborative, culture-building, and develop businesses that are future-minded and ready for new challenges.   

 
Would you like to learn more about leadership development?